Questions and Answers of Selling And Sales Management

■ Select the appropriate meeting/event administrative technology for effective meeting and event management
■ Identify current and forecast future meeting and event administration technology needs for your organization
■ Define the role of technology in meeting/event administration management
3. Please discuss advantages of utilizing online exhibition booth management to show organizers and exhibitors.
2. What functions of event design software are effective with the 21st event/meeting technology trend (e.g. cloud computing)?
1. What are the advantages of adopting event design programs/software compared to CAD?
3. Describe the differences between successful meeting/event search technology business models and those that are not.
2. What are the key benefits of using meeting/event venue search technology?
1. How does the APEX meeting event site profile and RFP initiative impact the development of meeting and event venue search technology?
3. How do you improve the shareability of your posts in social media?
2. How do you decide where to focus your link-building strategy?
1. How do you make up your list of keywords and phrases?
■ Building a strong event brand will help your SEO strategy?
■ Integrate SEO thinking in all communication efforts?
■ Choose and use keywords and phrases in SEO
■ Use social media strategy in favor of every SEO campaign
■ Create an inbound links strategy—the second most important element in a successful SEO campaign
■ Create a content strategy, which is one of the top three elements in a SEO campaign
■ Think and why to think about SEO before launching or redesigning a website for an event
3. How do you avoid, reduce, and transfer the risk when adopting new meeting and event technologies?
2. How do you select a proper technology provider and assess their ability to provide training and support?
1. How do you know which technology tools will provide the most efficient and effective outcomes for your meeting and event organization?
■ Reduce future meeting and event technology risk through anticipating future technological development
■ Evaluate and analyze meeting and event technological productivity and promote continuous improvement
■ Adapt, design, and develop mobile applications for your specific meetings and events purpose
■ Adapt new technologies for your specific meetings and events purpose
■ Determine the appropriate levels of training that will be required to support these new technologies
■ Select the appropriate technological solutions for meeting and event marketing, requests for proposals, planning, registration, on-site management, attendee applications, and evaluation
■ Identify current and forecast future meeting and event technology needs for your organization through the gap analysis and decision making
3. What are some of the potential future challenges regarding privacy and information protection with regards to meeting and event technology?
2. What were three major developments during the period from 1970 to 2000 in meetings and events technology?
1. How does the history of computer technology impact upon the development of meeting and event management technology?
■ Link the historical development of meeting and event technologies with the future opportunities for improving functionality through the development of new communication platforms, applications
■ Describe how the future of meeting and event technology may positively impact your career
■ Analyze, avoid and resolve the ethical and moral problems that may occur with the incorporation of new technologies
■ Describe the different types of technological resources available to meeting and event professionals
■ Understand the key role social media technologies will play in the research, coordination and marketing of meetings and events?
■ Describe the opportunities and challenges new technologies?offer the meetings and events industry?
■ Understand and describe the historical development of technology in the meetings and events industry?
What can you do to create a sense of urgency in your prospects to encourage them to make the buying decision immediately?
Why don’t qualified customers buy from you? What holds them back?
What are the most important things you need to learn about your customers before you can call on them?
What are three qualities or characteristics of the ideal customer for the product or service you sell?
What are some of the biggest changes in customers and product/service offerings affecting your sales?
What will you need to start doing, or do more of, to succeed in the markets of tomorrow?
What are the major factors in our fast-paced world that are affecting your sales today?
2. Select one behavior that you would like to change, or one habit that you would like to develop, and begin work on that until you are successful.
1. Ask one of the people at work, someone you like and trust, “Is there anything I could do more of or less of that would make me a better sales manager?”
2. The rule is that the best time to fire a person is the first time that it crosses your mind. If there is anyone on your sales team who you would not hire again today, decide immediately to let the
1. Ask the zero-based thinking question: Is there anyone working for you today who, knowing what you now know, you would not hire back again today, if you had to do it over?
2. Make sure that all of your salespeople have clear, specific performance standards for each day and each week, written down, and that they submit regular sales reports to you.
1. Identify one of your problem salespeople and arrange to sit down privately and discuss sales performance and what you could do to help the salesperson improve.
2. Decide immediately to arrange your first brainstorming session, perhaps even later today. As Michael Jordan and Nike have famously said, “Just do it!”
1. Select one problem, question, or goal that seems to be a concern of everyone on your team.
2. Once you have agreed on a new idea for continuous and never-ending improvement, have everyone try it out immediately and report back with results. Do this every week on one key result area. You
1. Make a decision today to carve out one hour each week for the team to come together and look for ways to improve performance in a specific sales activity.
2. Buy stopwatches for each of your salespeople and have them keep track of how many minutes they spend face-to-face with customers each day for one month. Then set a goal to double the number of
1. Teach your salespeople the 80/20 rule again and again, and help them become perfectly clear about the most important things they do all day long.
2. Begin your next sales meeting by singling out specific individuals for praise and recognition for something they have accomplished.
1. What are the things that you could do or say to make your people feel happier, more secure, and more committed to the company?
2. Organize a “100 calls” contest among your sales team. Create a prize for the winners. Repeat it two to four times per year.
1. Set clear activity goals for each salesperson. Be sure the goals are written down and checked daily. Tell your salespeople that this exercise is to ensure that they each earn as much money as
2. Sit down with each salesperson and develop a personal and professional growth plan with and for the individual. Encourage your salespeople to be learning and growing every day in some way as a
1. Make a list of the seven essential sales skills that each person must have to be successful: prospecting, building trust and rapport, identifying needs accurately, presenting persuasively,
2. Think about your average or problem salespeople and determine one behavior that you can practice that might help them move ahead and motivate them to perform at higher levels. Whatever your
1. Identify your top salespeople, the top 20 percent who do 80 percent of the business, and decide on one behavior or action you are going to practice to personally recognize and acknowledge them,
2. Practice consideration. Make it a habit each day to ask your salespeople simple questions like, “How is everything going?” Or, “How are you feeling today?” Or, “How is your family?”
1. Review a list of the names of the members of your sales team. Write down next to each name the ideal leadership style that you could practice that would help that person perform at higher levels.
2. Treat all of your salespeople as if they have the potential to be superstars if you can just create the proper environment in which they can perform at their best.
1. Make a list of your salespeople, and next to each name, write one or two specific needs that each individual might have to be more productive.
2. From now on, see yourself as responsible for making your people feel like winners; open every conversation with praise, approval, or encouragement.
1. Become a sales psychologist to your people, continually looking for ways to improve their performance by building up their self-concepts and self-esteem.
2. Arrange to meet regularly with each salesperson, or with the group in a sales meeting, to review and both get and give feedback on activities and results.
1. Develop and discuss clear goals and objectives for sales and sales activities for each salesperson who reports to you.
2. Make a list of the steps that you are going to follow to ensure that each new salesperson starts fully prepared to be successful.
1. Select one technique to manage and motivate your salespeople, such as holding a short sales meeting at the beginning of each day, and practice it immediately.
2. Practice the Law of Three with the next candidate you interview for a sales job, and then practice it continually for the rest of your career.
1. Make a list, like an order form, describing the ideal sales-person for you and your company. Compare each new candidate against this list.
2. What specific resources and training does your team need to win against your competitors? How can you provide these resources to them?
1. Think of yourself as the general of an army in combat, determined to win against a determined enemy (your competition). What is your plan of battle?
2. Of all these results, what is the one result that is most important for you to accomplish, right now?
1. What specific results are expected of you in your position as sales manager?
2. How do you evaluate Tom’s method for dealing with the salesforce composition issue?
1. Should Lincoln be concerned about the present composition of the salesforce? Explain.
5. How do you think that Sebastian could improve his recruitment and selection process?
4. What responsibility does Wyatt have when interviewing for a position such as this?
3. What do you think might happen to Wyatt should he accept the position?
2. How are the key concepts of socialization related to this situation? Explain.
1. Assess Sebastian’s interview with Wyatt. What could Sebastian have done differently to better achieve realism and congruence?
9. Search the Web to identify three different private employment agencies. List each agency and provide its Web address. Then list at least two pros and two cons of each agency in terms of using it
8. Find two advertisements for sales positions (one from a newspaper or trade magazine [print or online], and one from social media). After examining each ad, list or highlight the job
7 Search the Web for an online testing service. Print the home page of this site. Analyze the pros and cons of using this testing service as a selection tool in the hunt for sales talent. Would you
6. This exercise consists of a series of different role plays involving two characters: a sales manager and a candidate seeking a sales position. Find another classmate to assume one of the roles.
5. RecruitX LLC’s main competitor, Qualhire Corporation, just filed for bankruptcy, presenting a potential opportunity for an increase in customers and revenue at RecruitX. As a result, several of
4. Access the following video on YouTube that provides direction for interviewing sales candidates: “How to Interview Sales Candidates” by Selling Power (www.youtube.
3. The Web is filled with many sites that could be beneficial in the recruitment and selection process. Using an Internet search engine, type in a key word from this chapter such as
2. Find job qualifcations and a position description for a sales position at a company where you would consider taking a position. Now, fnd a classmate who also has found job qualifcations and a
1. Access HR-Guide.com at https://hr-guide.com. Click on “2000 interview questions” and (found under the “selection/staffng” tab) then go to the section (bottom of the page) that has these
10. What is stress interviewing? How do some sales managers justify using stress interviews?
9. Summarize the primary legislation designed to prohibit illegal discrimination in the recruitment and selection process.

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